FDA stalls calorie countrequirement on food menusuntil2016

Food industry operators—from fine dining establishments and pizza joints to major grocery chains and street corner bodegas—caught a break in early July, 2015, when the FDA agreed to delay for one year the implementation of mandatory labeling standards on food menus of chain restaurants.

On July 9, the FDA decided to push its original December 2015 deadline to December 2016 for the country’s various foodservice operators with 20 or more locations to begin listing calorie counts on their menus.

The implementation of the law did not settle well with all industry participants, specifically grocery stores and pizzerias. Supermarkets claimed that developing calorie counts for their menu-less delis and self-serve food bars would be difficult to implement given the allotted time.

The pizza industry, meanwhile, balked at the labeling as a frivolous and ill- devised mandate since a majority of their customers can order a near infinite amount of combinations without a menu of any kind.

“The pizza segment’s variables in shape, size, range and toppings made it more difficult for the more than 700,000 locations to conform to a one-size-fits-all approach. This led to a ton of questions,” the National Restaurant Association said in a statement.

The postponement came after businesses voiced concerns that “covered establishments do not have adequate time to fully implement the requirements of the rule by the compliance date,” the FDA said.

“Since the FDA issued the menu lab final rule on December 1, 2014, the agency has had extensive dialogue chain restaurants, covered grocery store and other covered businesses, and answered numerous questions on how the rule can be implemented in specific situations,” Michael R. Taylor, the Administration’s Deputy Commissioner for Foods and Veterinary Medicine. “The FDA agrees additional time is necessary for the agency to provide further clarifying guidance to help facilitate efficient compliance across all covered businesses and for covered establishments to come into compliance with the final rule.”

Operators will now have an extra year to prepare their menus to comply with the labeling laws, a decision that was fully endorsed by the Food Marketing Institute (FMI) back in July.

“We’re encouraged that FDA’s commitment will give us more time to at least garner some clarity and answers without feeling rushed to make difficult business decisions in an attempt to comply by December 1, 2015 with regulations that are unclear,” said FMI President and CEO Leslie G. Sarasin. “FMI will continue to work with both FDA and Congress to address business challenges with implementing restaurant menu labeling in grocery stores.”UB

It was in the 1600s when fishermen off the coast of South America noticed something strange –abnormally warm water temperatures during the Christmas season. This odd occurrence was later nicknamed El Niño or “Christ Child,” because of the seeming correlation to the religious holiday. Scientists now know that this phenomenon happens every two to seven years–and it looks like this year may be one of those years. The National Oceanic and Atmospheric Administration (NOAA) released an El Niño advisory this past March, and the U.S. Climate Prediction Center has stated that there is a 90 percent chance an El Niño will continue this winter and possibly even into spring of 2016. Tracking and predicting an El Niño is vital, as it has enormous effects on an array of commodities and their corresponding industries, especially along the coast of the Pacific Ocean where the economy relies heavily on fishing and agriculture.

TheElNiñoPhenomenon

El Niño is defined by NOAA as a prolonged warming in the equatorial Pacific Ocean when compared to the average water temperatures. In order to be considered an El Niño, there must be a three month average warming of at least 0.5 degrees Celsius. The presence of an El Niño can lead to weather changes all over the globe, including an increased rainfall, and can alter migratory patterns among many fish species. Many species of fish begin to migrate north towards cooler water, while surface- oriented fish may travel to deeper levels to get to cooler waters. Fish that do not migrate out of these affected regions tend to experience reduced growth rates, as they face challenges when reproducing and simply surviving.

NOAA has reported that there have already been multiple migratory changes this year for a variety of species up and down the Pacific West Coast. Equatorial game fish, such as mahi-mahi, have been captured off the coast of San Francisco. Swordfish, striped marlin and blue marlin have been observed off the coasts of California and Washington. There have also been sighting of movement for yellowtail, Pacific bonito, and albacore into more northern waters and more inland—which is interesting because these fish are typically found 100 miles offshore.

Changes in migratory patterns can directly affect the fishes’ traditional commercial fisheries. For example, market squid have traveled into cooler waters in the north, away from their normal location in California. Millions of adult sockeye salmon in the Bering Sea died as a result of water temperatures rising nearly 10 degrees Celsius this summer while the sockeye salmon were migrating back to their native streams.

An El Niño presence impacts the fishes’ food supply, too. During an El Niño, warm water is pushed up towards the surface, called an upwelling. This water, compared to the normal, cooler water, is less dense in nutrients. Those nutrients are the feed supply for plankton, and when there are no nutrients, plankton cannot thrive.

This has negative ripple effects, because plankton play a key role in the food supply for anchovies and other fish.

Fortunately, over the last hundreds of years scientists have studied this phenomenon.

As a result, governments can step in and take appropriate action to preserve their economies and aid their fishermen. Peru, for instance, has one of the richest fisheries off its coast. This century’s most devastating El Niño was in 1972-1973, in which many fish stocks in Peru took years to recover. However, since then the Peruvian government has stepped in to help control these fisheries and stocks have been able to recover more quickly after more recent El Niño’s.UB

Adapted from a story that originally appeared on Foodmarket.com on August 14, 2015berryjam.ru

With the majority of consumers eating burgers at least weekly (57 percent), the popular entrée remains a staple of the American diet. Amid recent hurdles of rising beef prices and negative health perceptions, Technomic’s Burger Consumer Trend Report outlines key areas of opportunity relating to innovations that improve health and quality perceptions while maintaining a strong value proposition.

“Utilizing value beef cuts and incorporating non-beef proteins can help lower costs and broaden the range of need states burgers can satisfy,” explains Sara Monnette, Technomic vice president. “Specialty ingredients like pretzel buns can enhance the value perception, and unique toppings and sauces, stuffed patties and premium sides can add to craveability and brand differentiation.”

Compiling findings from more than 1,500 U.S. consumers, as well as Technomic’s Menu Monitor and Top 500 Restaurant Chain Report, the Burger Consumer Trend Report also reveals:

On a weekly basis, 39 percent of consumers purchase burgers from fast-food restaurants and 37 percent make them at home.

61 percent of consumers say it’s important to be able to customize the toppings/ condiments, and 43 percent prioritize build-your-own burgers.

At limited-service restaurants, chicken tops the list of fastest-growing burgers since 2013 with a 23 percent increase in menu item incidence. Build-your-own burgers win out at full-service restaurants, growing by 28 percent.

The Burger Consumer Trend Report is one of many in Technomic’s Consumer Trend Report series, offering the most current analysis, insight and opportunities to help grow your business. Our best-in-class intelligence combines nearly 50 years of foodservice expertise with critical findings from more than 30,000 annual consumer interviews and analysis of more than 7,000 menus.UB

Posted: Wednesday, December 31, 2014
On Trend: Six Ways Foodservice Brands Will Engage Millennials In 2015

Copyright 2014 Forbes

Jeff Fromm Contributor

December 31, 2014

Sales in the $680 billion restaurant industry will be positive in 2015, thanks in part to many restaurants changing everything from their menu items to service models in an effort to indulge the 80 million millennial consumers. Knowing that this cohort yields $1.7 trillion in direct spending power is too much for any industry, especially food service, to ignore.

The research firm, Technomic, predicts that the restaurant sector will see a three percent growth next year. The brands that adhere to the six following trends, however, will see the highest uptick in sales.

1. Unique flavors

Millennials crave adventure in all their experiences – including where and what they eat. Restaurants hoping to gain millennial attention will embrace their “restless palate syndrome,” by offering not only new dishes, but also twists on traditional culinary classics. Wingstop, for example, has seen great success with both its mango habanero and chili-lime flavored chicken wings, and Pizza Hut recently launched several new re-imagined pizza flavors, including its Cock-a-Doodle Bacon pizza, featuring a new garlic Parmesan sauce.

Look for even more flavor innovations over the next year, especially when it comes to Asian flavors. Technomic expects the breakout of Korean flavors, the mainstreaming of Vietnamese cuisines and the up-scaling of spicy ramen noodles.

Restaurants will also test new menu items this year, including celery roots, parsnips and kohlrabi, according to Baum+Whiteman. The food consultants also predict that restaurants will replace the standard potato side (think mashed potatoes, French fries, potato salad etc.) with more unique and adventures options like pureed root vegetables with smoked honey and cured pork.

There will also be an emergence of new protein. Turkey, for example, which is typically associated with lunchtime sandwiches and Thanksgiving dinner, will find its way onto more dinner menus replacing other staple proteins.

2. Imitating fast casual

After witnessing the fast casual industry increase its sales by 11 percent in 2013, it’s only natural that QSRs and causal dining concepts are trying to rebrand themselves as fast casuals, said Technomic’s EVP Darren Tristano.

“Watch for even more menu and concept diversity in this sector,” Tristano said. “Also look for more quick-service restaurants and full-service restaurants to realign their formats and develop new fast casual concepts to compete more aggressively.”

In alignment with this trend, Taco Bell is testing a new fast casual concept, called U.S. Taco Co. and Urban Taproom, in California, and Wendy’s and McDonald’s are transforming menu and service models.

McDonald’s, which hasn’t had a monthly gain in sales at established U.S. restaurants since October 2013, said this month that its striking several items from its U.S. menus and using fewer ingredients in an effort to compete with more popular fast casuals like Chipotle. It’s also testing lower-calorie items in six markets and is rolling out a new menu that enables consumers to customize their orders. The “Create Your Taste” sandwich will be available in 2,000 of its 14,000-plus U.S. restaurants by the end of 2015.

Wendy’s is also trying to stake its claim in the fast casual space. QSRWeb.com reported earlier this year that the chain spent most of 2014 improving menu items and restaurant décor in order to offer a better fast casual experience at a QSR price.

3. Customization

Once reserved for fast casuals, customization is quickly becoming a trend embraced by all restaurant categories. Technology, including kiosks, online ordering systems and mobile apps, have made it easier than ever for customers to choose exactly what they want in their food. Chipotle, which has cornered the “build your own” market, is brining the customization process to its new Asian fast casual counterpart, ShopHouse. The new restaurant allows consumers to pick from a variety of Asian-flavored meats, veggies and rice to create their own favorite customized bowls.

Chipotle’s customization model, which allows customers to create their own burritos (or bowls at ShopHouse) at a consistent price point no matter how many ingredients are added is quickly becoming a trend that QSR brands are attempting to emulate. A variety of other food chains are popping up that also include “build-your-own” options. Fast casual chains, including Pie Five, Blaze and Uncle Maddio’s, are already racing to become the “Chipotle of the Pizza Industry.”

4. Still going mobile

Mobile checkout and ordering are nothing new, but restaurants are just starting to embrace the trend. Hoping to imitate the success of the mobile payment apps at Starbucks’ and Dunkin Donut’s, many restaurants, including Burger King, have recently made it possible for customers to pay via apps on their smartphones. The big winners will be the brands that are able to utilize mobile engagement strategies beyond just providing ways to pay with a mobile device.

Look for many more brands to start implementing systems that bridge the physical interaction to a more mobile convenience-driven experience.

5. Sustainability Story

According to the 1,300 American Culinary Federation chefs interviewed in the National Restaurant Association’s annual “What’s Hot Culinary Forecast, ” most sustainability efforts today are related to locally sourcing food. This is a huge millennial trend that really started to take shape in early 2014 and will remain a huge theme in 2015. Locally sourced proteins and produce, which made the number one and two spot in the report, will also continue to gain popularity and space on menus in both the QSR and Fast Casual industries.

Thanks to millennials’ passion for healthy living, restaurants must also focus on waste reduction and process management. Young consumers want to know about the entire product lifecycle, a demand that Chipotle already understands and has marketed to its advantage. Its customers are proud to spend money there because the company tells them how they are dedicated to minimizing the environmental impact of its real estate through energy efficiency, material recycling and reuse, water management, better indoor air quality and post-demolition impact.

6. Drinking up

Millennials have turned boozing into an art form, which is forcing bars and restaurants to up their games. Gone are the days of stocking a couple beers and offering White Zin as the wine option. Millennails are all about craft beer, signature and hand-crafted cocktails and flavored spirits. The American Culinary Federation predicts that the New Year will see much more of the following:

1. Micro-distilled/artisan spirits

2. Locally produced beer/wine/spirits

3. Onsite barrel-aged drinks

4. Regional signature cocktails

5. Culinary cocktails (e.g. savory, fresh ingredients)

Millennials, who love variety and sharing with their friends, are also attracted to restaurants and bars that offer sharable drinks. For example, San Francisco’s Rickhouse offers the Pimm’s Berry Punch bowl, which includes strawberry-infused bourbon, lemon juice, ginger beer and bitters, for $42. The drink is meant to be shared with friends and creates a more inclusive and communal environment.

Baum+White agreed that original alcohol offerings would be huge in 2015, writing that “brown whiskey” is finally starting to outsell vodka because millennial drinkers want more body in their cocktails. Millennial drinkers are also turning to darker liquors because they come with the assumption that they were made in smaller, locally owned whisky distilleries.

One of the perks of restaurant ownership is receiving complimentary meals. After all, as the owner you are ultimately responsible for paying the vendors providing the product and the employees who serve it.

Some owners exercise this privilege in other ways such as nibbling at the fresh-baked bread or slicing off a small cut of prime rib. Or maybe they simply fill a to-go bag with steaks or fresh seafood to take home and grill for the family – or grab a bottle or two of good cabernet to enjoy with friends.

Not many would argue against these actions; in fact, this practice is commonplace among many independent restaurant operators.

But have you ever stopped to think how your employees feel about these practices? What kind of example are you setting?

Taking privilege a step further – what about the operator who “nibbles” at the cash? You know, the ones who raid the nightly deposit whenever there are excess cash receipts. Do you think these practices go unnoticed by your employees?

The reality is your actions are more likely to influence the actions of your employees far more than any written standards you lay out for them. The cliché, “do as I say, not as I do” may work for your 4-year old, but it doesn’t translate in the grownup world.

As the leader of your restaurant, your mood, character, ethics and work habits have a far reaching impact on your restaurant’s culture. If you want to be successful in creating high standards for your staff then you must be willing to set a good example by following those standards.

If one of your restaurant’s rules is to never nibble – then you and your managers must abide as well. Complimentary meals are fine – but always make sure they are rung up on the POS and accounted for in the daily report.

One restaurant owner couple I know takes a 50% discount when dining at their restaurant and then pays for the balance by credit card. Never mind that the credit card is probably paid by the restaurant; what the staff sees is that their owners are setting an example that nothing is really free.

Finally – never steal from your own restaurant. That’s one example you can’t afford for your staff to emulate.

Setting an example is not the main means of influencing others, it is the only means.”

For years, most major restaurant chains have been expanding their menus at a breathless pace in response to intense competition and consumer demand for more choices. But now, some chains are doing the unthinkable: cutting the number of menu items.
The theory is simple: less is more. More quality. Faster service. Hotter food. Not to mention lower prices, lower costs and higher profits. For the nation’s $683 billion restaurant industry, hit by an uncertain economy and changing consumer habits, this may be an unlikely, back-to-the-future path to progress.
Fewer menu options not only cuts costs, but – in theory – can make customers happier because chains can do a better job with their most popular menu items. That’s one reason why, over the past few years, IHOP has whittled down its menu from 200 items to about 170, says Julia Stewart, CEO of parent company DineEquity. BJ’s Restaurant has cut entrees from 181 to 150 and aims to get closer to 100, says CEO Greg Trojan. In three years, Tony Roma’s has slashed its menu items from 92 to about 60, says Chief Operating Officer Brad Smith.
This pruning is mostly about appealing to Millennials. They value basics such as food quality, flavor, local sourcing and the ability to customize their meals over massive menus.
“We can no longer be everything to everybody all the time,” says Smith, of Tony Roma’s. “I don’t think customers are out there counting the number of items. It’s about producing better quality products.” In an even clearer signal of less- is -more, the chain just opened its first TR Fire Grill prototype in Orlando with just 32 menu items.
This less-is-more philosophy has spread industry-wide. For the first time since restaurant researcher Technomic began tracking chain restaurant menu items a decade ago, the average number began to fall this year, says Darren Tristano, executive vice president.
The total number of menu items at the nation’s top 500 restaurant chains is down 7.1% this year – from 40,658 in 2013 to 37,770 this year, reports Technomic. The biggest drop is in entrees, down nearly 9%, the company reports. Appetizers are down 8%, dessert items down 7.5%.
“Too many choices make it hard for consumers to make a choice,” says Tristano .. It also can make it difficult for consumers “to remember why they go to a particular restaurant.” As a result, he says, the entire industry is “moving from ubiquity to specialization.” Many chains aim now to differentiate based on quality – not breadth, he says.
It may seem contradictory, but the menu shrinking comes at the same time chains also are trying to offer more customized options for the remaining items. The industry leader in this is Chipotle, which has just four main items on its menu – burritos, tacos, burrito bowls and salads – made with 18 optional ingredients. Those ingredients can be put together in more than 60,000 ways, notes spokesman Chris Arnold.
“It’s just never been important to us to constantly package our ingredients in different ways, call it a new menu item and promote it with heavy advertising,” says Arnold. “Customers come to our restaurants primarily because they love our food, not because of new menu items or other gimmicks.”
Beyond Chipotle, several chains, particularly burger specialists Five Guys and In-N-Out Burger, have made a killing on “less is more.” Five Guys has just five core entrees: burgers, hot dogs, grilled cheese, a veggie sandwich and a BLT. But fifteen free toppings make them customizable in more than 250,000 possible combinations. Five Guys is testing milkshakes, which, if added to the menu, would be the chain’s first truly new product line in about 20 years, says spokeswoman Molly Catalano.
Don’t think giants McDonald’s and Burger King haven’t been watching.
Burger King recently decided to cut way back on the number of new products and focus on fewer – but better roll-outs. Alex Macedo, president of Burger King North America, says, “You can launch less and deploy better marketing support behind fewer products, to make sure people are paying attention.”
McDonald’s CEO Don Thompson recently told analysts that he wants to simplify the menu because it has grown confusing for some consumers. At the same time, he said, McDonald’s wants to offer more customization of core products such as burgers.
At most restaurants, entrees are disappearing fastest, with the average at full service restaurants down from 60 in 2013 to 55 this year, reports Technomic.
At IHOP, most of the items eliminated over the past few years were entrees, says Stewart. Among them: Biscuits & Gravy, Pot Roast and three different Talapia dishes. Dropping complicated, slower-selling items gives chefs more time to focus on the remaining items, she says. “All the effort that went into Pot Roast can now be focused on making perfect waffles.”
The same reasoning has caused Tony Roma’s to cut several steak options, reduce the number of burgers, halve its chicken options and eliminate all pasta entrees, says Smith. “When we focus on fewer things, we can produce a more constant, quality product.”
The need for fewer products done better hit BJ’s Trojan like a brick shortly after he was hired about a year-and-a-half ago when he spent a busy Friday night helping in the kitchen at one of BJ’s busiest locations, in Cerritos, Calif. With so many menu items, he said, “I left thinking that we we’re asking our team members to perform miracles.”
Nightly miracles are no longer are expected. The focus has evolved from menu size to the food quality. Says Trojan, “If you don’t have great food in the restaurant business, what do you have?”
But it’s not always as simple as removing slow-moving items, warns Tristano. It’s sometimes the best customers who prefer those items – and no one wants to upset them.
Shortly after BJ’s took the Crisp Potato Skins platter off of its appetizer menu, says Trojan, “we had near-riots in the streets.”
Customers even showed up wearing “Bring Back Potato Skins” T-shirts.
And they easily won this skins game. The platter is back.
Shrinking menus
The total number of menu items offered at the top 500 restaurant chains is down in 2014 after several years
of steady increases.
Category: 2013, 2014, change
Appetizers: 5,039, 4,634, -8.0%
Entrees: 19,875, 18,121, -8.8%
Sides: 4,457, 4,222, -5.3%
Desserts: 3,543, 3,276, -7.5%
Non-alcohol beverages: 4,549, 4,399, -3.3%
Kid’s menu: 3,195, 3,118, -2.4%
Overall total: 40,658, 37,770, -7.1%
NOTE: Data based on 2nd-quarter menu listed items
SOURCE TECHNOMIC MENUMONITOR

Virtually all restaurants have experienced cost increases for certain food items, energy and other operating costs this year. If you haven’t raised your menu prices lately and your profit margins are down, it may require raising some menu prices to get back on track.

Some menu experts say to only increase menu prices surgically, meaning just a few items at a time, never across the board. When you raise prices on the entire menu, more people tend to notice and you risk complaints and resistance. They say it’s better to have a 3 or 4 surgical price increases during the year than one that affects nearly everything on the menu.

There is one exception to this. If you have a lot of menu item prices that end with 5 consider rounding everything up to 9. For example, $2.95 becomes $2.99, $5.25 becomes $5.29 and so on. A 4 cent price bump may seem minor but all those 4 cents go straight to your bottom line. It’s also a price increase that few customers are likely to notice.

If you haven’t raised your prices lately take note – your costs have probably gone up and there’s only so much you can do in terms of cost cutting and efficiency to make up for it. When you get too far behind the pricing 8-ball you start losing money and then it can be very hard to catch up

Haven’t Raised Your Prices Lately? It May Be Time You Did

Virtually all restaurants have experienced cost increases for certain food items, energy and other operating costs this year. If you haven’t raised your menu prices lately and your profit margins are down, it may require raising some menu prices to get back on track.

Some menu experts say to only increase menu prices surgically, meaning just a few items at a time, never across the board. When you raise prices on the entire menu, more people tend to notice and you risk complaints and resistance. They say it’s better to have a 3 or 4 surgical price increases during the year than one that affects nearly everything on the menu.

There is one exception to this. If you have a lot of menu item prices that end with 5 consider rounding everything up to 9. For example, $2.95 becomes $2.99, $5.25 becomes $5.29 and so on. A 4 cent price bump may seem minor but all those 4 cents go straight to your bottom line. It’s also a price increase that few customers are likely to notice.

If you haven’t raised your prices lately take note – your costs have probably gone up and there’s only so much you can do in terms of cost cutting and efficiency to make up for it. When you get too far behind the pricing 8-ball you start losing money and then it can be very hard to catch up

From the “wild salmon-ich” at Jason’s Deli and the sourdough cheesesteak melt at Jack in the Box, to the Omni Hotel’s Moroccan-inspired chicken musakhan sandwich featuring chicken thighs, house-made ketchup and a sumac-garam masala spice blend, the sandwich has been re-imagined.
Sandwiches are the most menued entrée items across all operator segments and cuisine types, confirms data from Technomic, and the trend shows no sign of slowing down. Now an “anytime” meal item, Technomic’s Sandwich Consumer Trend Report notes that from 2010 through September, 2012, sandwiches beat out the next popular items, main salads and pizza, by a large margin. Sandwich chains are expanding, and within the Technomic Top 150 fared much better than their limited-service counterparts.
More consumers report purchasing sandwiches away from home today vs. just two years ago, due in large part to operators’ innovative responses to consumer demands for lower prices, greater variety, fresher fare, flexible portions and healthier items. Sandwiches also fit in well with the Millennials’ craving for portability.
Leading fast-casual sandwich chains are just as likely to offer premium ingredients and toppings and upscale artisan breads, wraps and buns for sandwiches, as they are a sesame roll and mayo. Also influencing the mix are new global and regional specialties with revised takes on the classics. Gluten-free options are becoming more prevalent as well.

People open a restaurant for lots of different reasons. Some have a passion for food and believe their obsession for serving exceptionally high quality food will drive their sales, profit and success. Others create unique menu offerings they think will give them a completive advantage.

One thing that we’ve learned about success in the restaurant business – it isn’t about the food. Not even close.

To prove it, just think about where you go when you want to have a really good meal or celebrate an anniversary or other special occasion.

Who’s thinking about McDonald’s? Answer: Nobody.

McDonald’s doesn’t serve good food. Their fry’s are okay but there are tens of thousands of other restaurants that make a better burger.

They key to McDonald’s success is not their food but in how they do business. And how does McDonald’s do business, one word – consistently. McDonald’s is uncompromising and fanatical when it comes to consistency.

Sure food quality matters and yes, McDonald’s is an effective marketer but here’s our point. One extremely important ingredient in any restaurant’s success is being able to put food on the plate to each and every customer the same way every single time.

The mother of consistency is systems. Having some level of systems to ensure that your food is sourced, prepped, portioned, cooked and served the same way every time regardless of what employees are in the kitchen is the only way to have a shot at creating food that looks and tastes the same today, tomorrow and three weeks from now.

Consistency produces predictability and predictability is why customers return. They come back because the expectation is that they’ll get the same type of food and experience they had the last time.

Want more customers to come back more often? Borrow a page from McDonalds, make your food more consistent and the experience more predictable with better systems.